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How To Get There- A toolkit for Ideathoners
Daniel Teng www.danielteng.com
12年10月15日星期⼀一
www.danielteng.com
Success Factors
Group wisdomCreative Process SolvingTrial, Error, Learning
12年10月15日星期⼀一
Group Wisdom12年10月15日星期⼀一
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Decision Making and Quality
Level of participation
Exp
ertis
e in
volv
ed
’Expert’ Decisions
’Communal Decisions
Participative Decisions
12年10月15日星期⼀一
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Diverge & Converge
12年10月15日星期⼀一
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Brainstorm - Tips
A facilitator/moderatorIndividual before GroupNo talkingTimeboxDefer judgementEmbrace crazy ideasFocus on quantityNo computer
12年10月15日星期⼀一
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Brainstorm - Tools
12年10月15日星期⼀一
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Converge
Dot votingMeWeUs
12年10月15日星期⼀一
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Converge - MeWeUsMe
write down own opinionsWe
Pair’s or small group’s opinionsShare and choose
Us Share and choose
12年10月15日星期⼀一
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6 Thinking HatsWhite Hat thinking: This covers facts, figures, information needs and gaps. "I think we need some white hat thinking at this point..." means Let's drop the arguments and proposals, and look at the data base." Red Hat thinking: This covers intuition, feelings and emotions. The red hat allows the thinker to put forward an intuition without any ned to justify it. "Putting on my red hat, I think this is a terrible proposal." Ususally feelings and intuition can only be introduced into a discussion if they are supported by logic. Usually the feeling is genuine but the logic is spurious.The red hat gives full permission to a thinker to put forward his or her feelings on the subject at the moment. Black Hat thinking: This is the hat of judgment and caution. It is a most valuable hat. It is not in any sense an inferior or negative hat. The black hat is used to point out why a suggestion does not fit the facts, the available experience, the system in use, or the policy that is being followed. The black hat must always be logical. Yellow Hat thinking: This is the logical positive. Why something will work and why it will offer benefits. It can be used in looking forward to the results of some proposed action, but can also be used to find something of value in what has already happened. Green Hat thinking: This is the hat of creativity, alternatives, proposals, what is interesting, provocations and changes. Blue Hat thinking: This is the overview or process control hat. It looks not at the subject itself but at the 'thinking' about the subject. "Putting on my blue hat, I feel we should do some more green hat thinking at this point." In technical terms, the blue hat is concerned with meta-cognition.
12年10月15日星期⼀一
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SCAMPERSubstitute
Combine
Adapt
Modify/ distort
Put to other purposes
Eliminate
Rearrange/ Reverse
S
C
A
M
P
E
R Typical questions: What if I did it the other way round? What if I reverse the order it is done or the way it is used? How would I achieve the opposite effect?
Typical questions: What can I substitute to make an improvement? What if I swap this for that and see what happens? How can I substitute the place, time, materials or people?
Typical questions: What materials, features, processes, people, products or components can I combine? Where can I build synergy?
Typical questions: What part of the product could I change? And in exchange for what? What if I were to change the characteristics of a component
Typical questions: What happens if I warp or exaggerate a feature or component? What will happen if I modify the process in some way?
Typical questions: What other market could I use this product in? Who or what else might be able to use it?
Typical questions: What would happen if I removed a component or part of it? How else would I achieve the solution without the normal way of doing it?
12年10月15日星期⼀一
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Group WisdomDiverge
Brain stormConverge
Dot votingMeWeUs
Thinking Toys6 Thinking HatSCAMPER
12年10月15日星期⼀一
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Creative Problem Solving - CPS
Identify Goal, Wish or Challenge 1
Gather Data
Clarify the Problem
Generate Ideas
Select & Stregthen Solutions
Plan for Action
2
3
4
5
6
12年10月15日星期⼀一
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Design Thinking
12年10月15日星期⼀一
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Design ThinkingEmpathy
InterviewObserve
IdentifyIdeateBuild Test
12年10月15日星期⼀一
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Effect Map
Why?
Who?
How?
What?
...
How? ...
Who?
How?
What?
...
How? ...
12年10月15日星期⼀一
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Business Goals
Why are we doing this?What is the desired business change?
12年10月15日星期⼀一
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Stakeholders
Who are the people that can create the desired effect?Who can contribute to the goal or affect it?
12年10月15日星期⼀一
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Needs
How can the target group contribute or obstruct the desired effect?
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Features
What are the business functions that would support the needs of the stakeholders
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Focus
Why?
Who?
How?
What?
...
How? ...
Who?
How?
What?
...
How? ...
12年10月15日星期⼀一
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Effect Map - An Example
12年10月15日星期⼀一
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Creative Problem Solving
Design ThinkingEffect Map
12年10月15日星期⼀一
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Trial, Error, Learning
12年10月15日星期⼀一
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Paper Prototyping
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Shameless Steal Copy & Paste
12年10月15日星期⼀一
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Take AwayGroup Wisdom
Diverge & ConvergeBrainstormDot voting, MeWeUs
Thinking toys6 Thinking HatsSCAMPER
Creative Problem Solving
Design ThinkingEffect Map
Trial, Error, LearningPaper PrototypingTimeboxSteal (Copy & Paste)
12年10月15日星期⼀一
